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A&W to donate $2 from every Teen Burger sold on Aug. 20 to MS Canada

By
Mario Toneguzzi
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A&W photo
A&W photo

A&W Canada says it will donate $2 from every Teen Burger sold across the country on Aug. 20 as part of its annual Burgers to Beat MS fundraising campaign, marking the 18th year of its partnership with MS Canada.

The company said the one-day initiative will apply to Teen Burgers purchased through dine-in, takeout, drive-thru and delivery, with proceeds supporting programs and research for Canadians affected by multiple sclerosis.

The campaign represents one of A&W’s long-running national charitable initiatives and builds on a partnership that began in 2008. The company said it has raised more than $23 million for the MS community through Burgers to Beat MS since the partnership was established.

According to a news release, the funds support programs including the MS Knowledge Network and peer support, while also contributing to research focused on understanding the disease, slowing its progression, developing treatments and improving early detection.

Kristen Campbell with her mother Janet Campbell. A&W photo
Kristen Campbell with her mother Janet Campbell. A&W photo

This year’s campaign also includes Olympic gold medallist and Professional Women’s Hockey League Vancouver Goldeneyes goaltender Kristen Campbell as the official media spokesperson. Campbell said her involvement reflects her family’s experience with the disease, noting her mother, Janet Campbell, has lived with multiple sclerosis for 27 years.

“My mom, Janet, is my biggest role model. The fact that her MS diagnosis has never stopped her from living a full, happy life shows just how far research and treatments have progressed,” said Campbell. “She has been my absolute anchor throughout my hockey career, always insisting on being in the stands for every practice and game, no matter what symptoms she’s facing. That’s why championing Burgers to Beat MS with A&W means so much to me. It’s an opportunity to rally Canadians behind a disease that affects every family differently, and a way to honour my mom for everything she’s given me.”

A&W photo
A&W photo

The release says Canada has one of the highest rates of multiple sclerosis in the world and that, on average, 12 Canadians receive a diagnosis each day.

Dr. Pamela Valentine, president and CEO of MS Canada, said the campaign continues to play an important role in supporting people living with the disease.

“With someone newly diagnosed approximately every two hours, MS touches families and communities from coast to coast,” said Valentine. “For nearly two decades, Burgers to Beat MS has had a remarkable impact on the lives of Canadians affected by MS. Deeply committed partners like A&W help us expand essential support and wellness programs, and advance breakthroughs in research that are changing how the world understands and treats the disease today, restore previously lost function, and prevent MS tomorrow.”

A&W president and CEO Susan Senecal said the fundraiser has grown substantially since it began as a local initiative by one of the company’s franchisees.

“Burgers to Beat MS started as a grassroots initiative by one of our franchisees, but through the support of our guests and franchisees, this day has become a beautiful symbol of Canadians helping Canadians,” said Senecal. “Over the 18 years of partnership, our franchisees and Canadians have shown us how coming together over a meal can make a massive difference. We are so thankful for the support that allows us to make a difference in our own communities. We look forward to welcoming everyone on August 20th who’s hungry to support a great cause!”

In addition to purchasing a Teen Burger on Aug. 20, A&W said Canadians can support MS Canada beginning immediately by rounding up their restaurant bill, making donations in restaurants, through the A&W mobile app, online, or by adding a donation to orders placed through Uber Eats, SkipTheDishes and DoorDash.

The company said group pre-orders for family gatherings and workplace lunches can also be arranged in advance for the Aug. 20 campaign.

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Daily Synopsis: Jul 21, 2026

By
Retail Insider
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Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 11 articles we published today covering key developments in Canadian retail.

Hudson’s Bay’s former men’s clothing customers have been profiled as a diverse, family-oriented, and predominantly South Asian group in suburban markets with significant spending power in an analysis of who shopped HBC’s men’s floor and where they’ve gone. Calgary Co-op appointed Andrew Clarke as its new CEO, ending a long vacancy and bringing global retail expertise to focus on member-driven strategies in their leadership announcement.

Retail Insider also covered Empire Company Limited ceasing enforcement of restrictive covenants on its properties to encourage grocery retail competition in their policy update. Taco Bell Canada is accelerating growth with new menu items in a product launch, while Home Hardware expanded its Quebec network by adding a 90-year-old retailer in that strategic growth.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

Best Home Remodeling Contractors in Sacramento for Kitchens, Bathrooms, and Additions

By
Retail Insider
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Home remodeling has become a strategic decision for many Sacramento homeowners. Instead of moving into a larger or newer property, more families are choosing to upgrade the homes they already own through kitchen renovations, bathroom remodels, room additions, exterior improvements, and whole-home transformations.

That shift has made contractor selection more important than ever. A successful remodel is not only about choosing attractive finishes. It also depends on project management, permitting, material planning, labor coordination, communication, warranty coverage, and the contractor’s ability to control timelines and costs.

For homeowners comparing Sacramento remodeling companies in 2026, the strongest options are those that can balance design, construction quality, transparency, and long-term property value.

The following list highlights seven Sacramento-area remodeling contractors and resources worth considering for kitchens, bathrooms, additions, and broader home improvement projects.

1. GVD Renovations Inc. – Best Overall for Full-Service Home Remodeling

GVD Renovations Inc. ranks first for homeowners who want a complete remodeling experience managed by one company from start to finish.

For those searching for home remodeling Sacramento, GVD stands out because it offers a broad range of renovation services under one coordinated process. The company works on kitchens, bathrooms, whole-home remodels, additions, ADUs, siding, windows, doors, decks, flooring, painting, and aging-in-place upgrades.

This makes GVD especially useful for homeowners who are planning more than one project or want several parts of the home to feel cohesive.

Key services include:

  • Kitchen remodeling
  • Bathroom remodeling
  • Whole-home renovations
  • Room additions
  • ADU construction
  • Flooring and interior upgrades
  • Siding and exterior renovations
  • Windows, doors, and trim replacement
  • Design support and 3D renderings
  • Plans, permits, and inspection coordination

One of GVD’s biggest strengths is accountability. Instead of asking homeowners to coordinate designers, installers, subcontractors, permit offices, and material suppliers separately, the company manages the remodeling process through one team and one project manager.

GVD also displays a strong public reputation, including a 4.9-star rating from more than 920 reviews, an A+ BBB rating, and California contractor license number 989637.

For Sacramento homeowners investing in a major remodel, GVD offers the strongest combination of service range, planning support, project coordination, and public trust signals.

2. Tenax Construction – Best for High-End Custom Remodeling

Tenax Construction is a Sacramento-area general contractor focused on higher-end remodeling and custom residential construction. The company works on kitchens, bathrooms, complete home remodels, additions, and custom homes.

Tenax may appeal to homeowners who want a more premium remodeling experience with detailed planning and design support. Its public materials emphasize turnkey service, permitting, premium materials, 3D design, and detailed estimates.

Relevant services include:

  • Kitchen remodeling
  • Bathroom remodeling
  • Whole-home renovations
  • Room additions
  • Custom home construction
  • High-end finishes
  • Design and permit coordination

For kitchens, Tenax highlights open-concept layouts, custom cabinetry, quartz countertops, large islands, and upgraded lighting. For bathrooms, the company focuses on spa-inspired finishes, custom vanities, walk-in showers, freestanding tubs, and detailed tile work.

This makes Tenax a strong option for homeowners who are not simply refreshing a room but rethinking how the home should function and feel. Its process may be especially useful for larger properties, luxury upgrades, or homes where the remodel needs to connect multiple spaces.

Homeowners should compare Tenax carefully on scope, material allowances, design costs, and change-order procedures, especially for high-end projects where finish selections can strongly affect the final price.

3. Vostok Construction – Best for Home Renovations With Exterior Improvements

Vostok Construction is a Sacramento remodeling company with experience across kitchen remodeling, bathroom renovation, siding installation, window replacement, and full-service home improvements.

Its broader exterior and interior service mix makes it a practical choice for homeowners who want to improve both the look and performance of their property. For example, a homeowner may remodel the kitchen while also replacing windows, updating siding, or improving the home’s curb appeal.

Vostok’s services include:

  • Kitchen remodeling
  • Bathroom remodeling
  • Siding installation
  • Window replacement
  • Full-service home renovations
  • Interior and exterior improvements
  • Project management and design support

The company presents itself as a renovation provider focused on craftsmanship, customer service, and high-quality materials. Its public materials also highlight fiber cement siding, vinyl siding, James Hardie siding, kitchen renovations, and bathroom remodels.

Vostok may be a good fit for homeowners who want a contractor that can look at the property as a complete system rather than treating each project as separate. This can be helpful when interior upgrades and exterior improvements need to be coordinated over time.

Before hiring, homeowners should ask whether kitchen, bathroom, siding, and window services are handled by the same internal team or by specialized crews.

4. Blue Heaven Constructions – Best for Flexible Residential Remodeling Services

Blue Heaven Constructions offers residential and commercial remodeling services in Sacramento and nearby communities. Its public service information includes kitchen remodeling, bathroom remodeling, home additions, accessibility upgrades, ADUs, and new home construction.

This range makes the company worth considering for homeowners who want flexibility. Some remodels begin as a single-room project, then expand once homeowners realize they need additional storage, better accessibility, or more usable space.

Blue Heaven Constructions may help with:

  • Kitchen remodeling
  • Bathroom remodeling
  • Home additions
  • ADU construction
  • New home construction
  • Accessibility improvements
  • Residential renovation
  • Commercial construction

The company’s broader construction services may be useful for families planning a phased project. For example, a homeowner may start with a kitchen remodel, then move into a bathroom update, addition, or accessibility improvement later.

For larger remodels, homeowners should request a detailed written scope that explains labor, materials, permitting, design work, project timeline, and payment stages. This is especially important when a contractor offers several categories of work, because each part of the project may involve different trades and requirements.

Blue Heaven Constructions is worth comparing for homeowners who want a contractor with both remodeling and broader building capabilities.

5. Elite Construction and Remodel – Best for Repairs, Exterior Work, and Additions

Elite Construction and Remodel is a Sacramento-area general contractor known for construction and remodeling services, including dry rot repair, termite damage repair, siding and trim repair, deck construction, patio covers, and exterior house painting.

The company may be especially relevant for homeowners whose remodeling plans involve repair work before cosmetic upgrades can begin. In older homes, renovations often uncover issues such as damaged framing, deteriorated trim, wood rot, water intrusion, or pest damage.

Elite’s services may include:

  • General remodeling
  • Dry rot repair
  • Termite damage repair
  • Siding and trim repair
  • Deck construction
  • Patio covers
  • Exterior painting
  • Home additions and structural work

Elite is not positioned only as a kitchen or bathroom remodeling company. Its value is strongest when a home needs repair-heavy construction or exterior improvements alongside interior updates.

For example, a homeowner planning an addition may also need siding repairs, trim replacement, deck updates, or exterior painting to make the new work blend with the existing structure.

Homeowners should ask for project examples that match their specific remodel. If the main goal is a kitchen or bathroom transformation, confirm the company’s recent experience with cabinetry, tile, plumbing, lighting, finishes, and interior design coordination.

6. Rose Remodeling – Best for Bathroom-Focused Renovation Projects

Rose Remodeling is a Sacramento-area remodeling company focused primarily on bathroom renovations, shower replacement, bathtub replacement, tub-to-shower conversions, and wet-area remodeling.

For homeowners whose top priority is a bathroom remodel, Rose Remodeling may be a strong company to compare. Its public materials emphasize bathroom projects, professional installation, customer communication, and a straightforward remodeling process.

Services include:

  • Bathroom remodeling
  • Shower replacement
  • Bathtub replacement
  • Tub-to-shower conversions
  • Wet-area upgrades
  • Bathroom design support
  • Accessible bathing options

Bathrooms may be smaller than kitchens or additions, but they involve technical details that matter. Waterproofing, plumbing, tile installation, ventilation, and drainage must all be handled correctly to avoid expensive problems later.

Rose Remodeling may be a good fit for homeowners who want a focused bathroom update rather than a full-home renovation. It may also suit people who want to replace a dated shower or tub without completely redesigning the entire house.

Before hiring, homeowners should clarify whether the estimate covers the whole bathroom or only the bath and shower area. Flooring, vanity replacement, lighting, painting, ventilation, and permits may be handled separately depending on the project scope.

7. RemodelingNation.com – Best for Early Research and Contractor Comparison

RemodelingNation.com is a helpful resource for homeowners who are still in the early planning stage of a renovation and want to better understand their options before speaking with contractors.

A large remodel can feel overwhelming at first. Homeowners may know they want a better kitchen, updated bathroom, or more usable living space, but they may not yet know whether the project requires a specialist, a general contractor, a design-build company, or several trades working together.

Using a home remodeling planning resource can help homeowners compare service categories, organize project ideas, and prepare smarter questions before requesting estimates.

It can be useful for researching:

  • Kitchen remodeling options
  • Bathroom renovation ideas
  • Room additions
  • Whole-home remodeling
  • Contractor comparison points
  • Budget planning
  • Design inspiration
  • Questions to ask during consultations

RemodelingNation.com is not a replacement for direct contractor verification. Homeowners should still check licensing, insurance, references, reviews, recent project photos, permits, warranties, and contract terms before hiring anyone.

Its main value is preparation. A homeowner who understands the scope better can compare estimates more fairly and avoid choosing a contractor based only on the lowest price.

What Sacramento Homeowners Should Compare Before Hiring

A home remodel should be approached like a major investment. The contractor’s estimate is only one part of the decision.

Before signing a remodeling contract, homeowners should compare:

  • California contractor licensing
  • Insurance and workers’ compensation coverage
  • Kitchen, bathroom, or addition-specific experience
  • Recent project photos
  • Written scope of work
  • Permit and inspection responsibilities
  • Material allowances
  • Payment schedule
  • Warranty coverage
  • Change-order process
  • Daily project communication
  • Cleanup and jobsite protection

Homeowners should also get more than one estimate. The lowest price may not be the best value if it excludes key items such as permits, demolition, disposal, plumbing, electrical work, finish materials, painting, or unexpected repair allowances.

A strong proposal should make the project easier to understand, not harder.

Final Thoughts

Sacramento homeowners have several strong remodeling companies and resources to consider in 2026. The right choice depends on the type of project, the condition of the home, the desired level of design support, and whether the remodel includes one room or several connected improvements.

Tenax Construction may appeal to homeowners planning high-end custom work. Vostok Construction is useful for projects that combine interior remodeling with exterior improvements. Blue Heaven Constructions offers flexible remodeling and building services. Elite Construction and Remodel is worth considering for repairs, additions, and exterior construction. Rose Remodeling is strongest for bathroom-focused upgrades, while RemodelingNation.com can help homeowners research and compare options before making calls.

For the most complete remodeling experience, GVD Renovations Inc. ranks first overall. Its wide service range, design support, project management structure, permit coordination, public reputation, and single-company accountability make it a strong choice for Sacramento homeowners planning kitchens, bathrooms, additions, or full home renovations.

Who Shopped HBC’s Men’s Floor, and Where They’ve Gone

By
Retail Insider
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Former Hudson's Bay store at Devonshire Mall in Windsor, ON. Photo: Ben Schuman

A new audience analysis using data from Environics Analytics provides insight into Hudson’s Bay’s men’s clothing shoppers, highlighting a high-value, family-oriented consumer that Canadian menswear retail has yet to fully replace.

By Tanishah Nathoo and Anna Racovali

A year after Hudson’s Bay Company closed its doors, retailers across Canada are still assessing where displaced shoppers have gone. Much of the focus has been on real estate, including which retailers are taking over former locations and how quickly space is being backfilled. Less attention has been paid to the customers themselves.

This article is the first in a series examining displaced HBC audiences by department. While other categories such as beauty and women’s apparel reflect different shopping motivations, the men’s clothing customer presents a distinct profile shaped by household dynamics, cultural background, and shopping behaviour.

Drawing on Environics Analytics data, which integrates and models multiple sources including Census data, Statistics Canada datasets, social values research, and Vividata’s retail panel down to the local geographic level, the portrait of the HBC men’s clothing shopper is both nuanced and highly specific. The findings challenge some long-held assumptions about who Canadian department stores were actually serving, revealing a customer profile that extends beyond traditional perceptions and is shaped by a distinctive combination of demographic, attitudinal, and purchasing characteristics.

Former men’s floor at Hudson’s Bay Queen Street in Toronto. Photo: Hudson’s Bay Company

A Customer Base More Diverse Than Expected

The most significant finding in the data is also the most underreported: more than half of HBC’s men’s clothing shoppers identified as a visible minority, nearly double the national share. Using Environics Analytics’ behavioural datasets to identify the consumers most likely to shop for men’s clothing at HBC, we were able to develop a detailed portrait of who these shoppers are, including their demographic and cultural characteristics. South Asian Canadians represented the single largest group, accounting for more than one in four shoppers in this category, at more than three times their share of the general population. Sikh, Hindu, and Muslim shoppers were all dramatically overrepresented, highlighting the important role these communities played in HBC’s men’s apparel customer base.

More than half of this audience was first-generation Canadian, the majority having arrived from South Asia. Third-generation-or-more Canadians, the demographic HBC’s heritage brand identity was largely built to serve, were significantly underrepresented. By the time Hudson’s Bay closed, its men’s floor was functioning as a destination for a new Canadian mainstream, not a legacy one.

This community is also still growing. In the suburban neighbourhoods where HBC’s stores were most heavily used by this audience, recent immigrants from India represent arrivals at double the national rate. These are shoppers still establishing their retail relationships in Canada, and HBC, imperfect as it was, had become part of that introduction.

A Suburban-Centric Shopper

The geography of this audience is as revealing as its demographics. This shopper overwhelmingly lives in an owned, family home in an established inner-ring suburb. Semi-detached and row houses, often found in Brampton, Mississauga, Surrey, and Laval, are nearly double the national rate in this audience. He has been in the same neighbourhood for years, and his household income sits well above the national median, with an aggregate household income of $127,679 and more than half of households earning over $100,000.

This data indicates HBC stores that served him were not the flagships on Queen Street or Ste-Catherine. They were the suburban mall anchors: Bramalea City Centre, Square One, Scarborough Town Centre, Guildford Town Centre, and CF Carrefour Laval. The retail vacancy his departure leaves is a suburban one, and addressing it requires a suburban answer.

Shopping Behaviour Driven by Household Needs

Compared to other HBC customer segments, men’s clothing shoppers show a stronger orientation toward family-driven purchasing.

Households of five or more people are nearly double the national average in this audience. Multigenerational living arrangements, multiple generations under one roof, occur at more than twice the national rate. More than half of these households include children at home, and children’s clothing and footwear purchases across all age groups are well above average.

Importantly, HBC functioned as a one-stop retail destination. Shoppers could purchase apparel for themselves alongside children’s clothing and other household items within a single trip. This level of convenience is less common among the retailers that have since absorbed portions of this demand.

Brand Awareness and Marketing Responsiveness

The Social Values profile of this shopper challenges a common assumption — that family-oriented, suburban shoppers are primarily value-driven and brand-indifferent. This audience is the opposite. Status recognition (Index: 137), the visibility of consumption (Index: 139), and the importance of aesthetics (Index: 138) all score well above the national average. He pays close attention to how he looks, he spends accordingly, and perhaps most importantly for retailers thinking about word-of-mouth: he actively shares and recommends purchases to the people around him (Index: 121). He is not just a customer. He is an influencer within a tightly connected community.

His confidence in advertising is above average (Index: 128), and he responds to brand communication through newsletters, podcasts, and social media at higher-than-typical rates. He is not a hard audience to reach. He is simply an audience that most Canadian retailers are not currently speaking to in any meaningful way.

1 – Status, Style, and Substance: The Three Motivations Behind HBC Men’s Apparel Purchases

Higher Spend in Key Categories

This is not a price-driven shopper. Price sensitivity scores below the national average, and utilitarian consumerism, shopping purely for function, scores well below it (Index: 65). The top annual spend tiers for men’s clothing are the most overrepresented in this audience. Premium footwear is a particularly strong signal: spending more than $500 on footwear annually is meaningfully above average, and spending more than $1,000 on footwear is even more so. He buys footwear both in-store and online, after doing his research.

For retailers like Brown’s Shoes, which has been opening new locations in secondary suburban markets, including some formerly anchored by HBC, this data provides a clear directional signal. The appetite for premium footwear among displaced HBC men’s clothing shoppers is real, underserved, and concentrated in exactly the markets Brown’s is targeting.

Jewelry is another elevated category, with engagement ring purchases running significantly above the national average — consistent with a demographic in active family-formation years and with strong cultural traditions of gift-giving around weddings and cultural celebrations.

Former men’s floor at Hudson’s Bay Queen Street in Toronto. Photo: Hudson’s Bay Company

Where Spending Has Shifted

The retailers that absorbed the most immediate displacement from HBC’s men’s-wear closure were those already embedded in this shopper’s routine. Nike and Adidas were already important for brand-driven sportswear purchases. Winners, Old Navy, Costco, and H&M absorbed the family-trip basics. These were logical landings, and they have held some of the audience in the short term.

But the combination that made HBC useful for this shopper, credible brands, a genuine range across formal and casual, children’s clothing in the same building, and a suburban mall location, does not exist anywhere in the Canadian market at a comparable scale. He has not found a replacement. He has found workarounds.

La Maison Simons is well-positioned in Quebec and parts of Ontario, and its men’s range has been expanding. Tommy Hilfiger aligns closely with the brand-heritage preferences of this audience. Caulfeild Apparel’s HANK. brand is positioning itself directly for the displaced HBC male shopper, with an accessible premium menswear proposition. None of these, individually, has the suburban footprint or category range to absorb this audience at scale, but any of them, with genuine messaging and the right locations, could earn an outsized share of it.

Implications for the Market

The profile of the HBC men’s clothing customer points to a segment that is brand-aware, family-oriented, and concentrated in growing suburban markets.

Despite the redistribution of spending, there is no clear, single replacement for the role HBC previously played within this segment. Instead, demand is being met in a more fragmented way.

For retailers, this presents an opportunity. Those able to combine relevant brand assortments, family-oriented offerings, and accessible suburban locations may be better positioned to capture a larger share of this audience over time.

The opportunity is not simply to replace lost retail space, but to rethink how menswear can be delivered within a family-oriented shopping context.

Former men’s floor at Hudson’s Bay Queen Street in Toronto. Photo: Hudson’s Bay Company

Methodology

This analysis draws on three data sources from Environics Analytics, applied to the audience of confirmed HBC men’s clothing shoppers identified through Vividata’s Opticks retail panel.

  • Vividata Opticks is a nationally representative consumer research platform that tracks purchase behaviour, retail channel preferences, and category spending across Canadian households. HBC men’s clothing shoppers were defined as respondents who confirmed purchasing men’s clothing at Hudson’s Bay in the prior twelve months.
  • Environics Analytics DemoStats provided demographic profiling across household type, family structure, immigration status, language, housing tenure, and income.
  • Environics Research Social Values provided psychographic profiling, drawing on decades of attitudinal and values research.

All index values compare the HBC men’s clothing audience to the Canadian national average. An index of 150, for example, indicates that a given characteristic is 50% more prevalent in this audience than in the general Canadian population. Index values are derived from Vividata Opticks survey data and Environics Research’s Social Values data, fused with Environics Analytics’ segmentation and values frameworks.

Executive Perspective

“What this data reveals is a significant disconnect between how Canadian retailers have historically thought about their men’s clothing customer, and who that customer actually is. The Hudson Bay men’s clothing shopper is younger than assumed, more family-oriented than assumed, and overwhelmingly part of Canada’s South Asian communities, a demographic that is growing faster than any other in the suburban markets where these stores were located. The promotional calendar, the brand communication, and the store format that Canadian menswear retail has relied on for decades were not built for this shopper. Retailers who want to capture this audience need to start by understanding when he shops, where he lives, and what he values, and right now, very few of them do.”

Interested in understanding who these shoppers are in your market and how to better engage them? Reach out to Tanishah Nathoo (Tanishah.Nathoo@environicsanalytics.com) and Anna Racovali (Anna.Racovali@environicsanalytics.com) at Environics Analytics to explore a deeper analysis of the HBC men’s apparel shopper, uncover where these consumers live, how they shop, and identify opportunities to better align your assortment, marketing, and customer strategy to capture this growing segment.

More from Retail Insider:

Retail Insider Home Furnishings Report: Service, Value and Accessibility Reshape the Market

By
Lee Rivett
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Canadian home furnishings retailers are adapting to a more selective consumer environment by placing greater emphasis on service, accessibility and the in-store experience, according to Q2 2026 Home Furnishings: Service, Value and Accessibility Reshape the Market, authored by Craig Patterson.

The report examines Canadian home furnishings retail, including furniture, mattresses, décor, lighting, flooring, housewares and home improvement-related merchandise sold through retail channels. Retail Insider Reports are designed to deliver executive-level insights across major retail sectors and can be accessed through the Retail Insider Report Hub.

General Themes

  • Service becomes the competitive advantage — Retailers are increasingly differentiating themselves through planning support, design expertise and customer guidance rather than product selection alone.
  • Physical retail remains essential — Stores continue to play a critical role for considered purchases where customers want to see, test and compare products before buying.
  • Digital-first brands embrace stores — Online-native retailers are investing in showrooms and physical locations to improve conversion and strengthen customer relationships.
  • Regional accessibility expands — Smaller formats and expansion into underserved markets are bringing retailers closer to consumers.
  • Value with margin discipline — Retailers are balancing promotional activity with profitability instead of relying on widespread discounting.
  • Financing supports conversion — Flexible payment options remain an important tool for reducing friction on higher-value purchases.
  • Experience drives premium positioning — Showrooms, design services and curated environments are helping premium retailers justify higher price points.
  • Operational resilience matters more — Scale, supply chain stability and access to capital are becoming increasingly important competitive advantages.

Retail Insider Coverage

Retail Insider’s reporting throughout the quarter documents how Canadian home furnishings retailers are responding to softer demand with investments in both customer experience and operational execution. Coverage included IKEA Canada’s continued rollout of Plan and Order Points and its smaller-format London, Ontario store, Article’s expansion into Toronto following the success of its Vancouver showroom, Cozey’s continued international and physical retail growth, and Bath Depot’s western expansion with its 50th Canadian location.

The report also examines premium retail concepts including Maison Territo, Must Société and Casavogue, Leon’s Furniture’s focus on margin discipline during a softer market, and the acquisition of Palliser Furniture by MotoMotion, one of the quarter’s most significant developments for Canadian furniture manufacturing. Retail Insider’s reporting provides context that connects these individual stories into broader industry trends.

Broader Industry Coverage

The report suggests Canadian home furnishings retail is entering a period where execution matters more than expansion alone. Consumers remain cautious with discretionary spending, housing activity continues to recover unevenly, and retailers are responding by making purchasing decisions easier through better service, omnichannel capabilities, financing options and more convenient store formats.

At the same time, competitive dynamics are changing across the sector. Physical retail is evolving into a complementary channel that builds confidence and improves conversion rather than simply serving as a place to hold inventory. The report also points to growing pressure on manufacturers and retailers alike to strengthen supply chains, improve operational resilience and clearly communicate value in an increasingly selective marketplace.

Editor’s Take

One of the clearest conclusions from this quarter is that Canadian home furnishings retail is becoming less about selling products and more about helping customers make confident purchasing decisions. Retailers investing in knowledgeable staff, showroom experiences, regional accessibility, omnichannel integration and operational resilience are creating meaningful competitive advantages. Meanwhile, businesses relying primarily on undifferentiated product assortments, broad discounting or legacy operating models face increasing pressure as consumers become more deliberate about where and how they spend.

Readers can explore the complete findings in Q2 2026 Home Furnishings: Service, Value and Accessibility Reshape the Market, along with the full collection of Retail Insider Reports, through the Retail Insider Report Hub.

After lengthy search, Calgary Co-op names new CEO

By
Mario Toneguzzi
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Calgary Co-op. Photo by Mario Toneguzzi
Calgary Co-op. Photo by Mario Toneguzzi

Calgary Co-operative Association Limited (Calgary Co-op) announced Tuesday the appointment of Andrew Clarke as Chief Executive Officer. 

“After a thorough search process, we’re tremendously excited, proud and fortunate to have attracted someone of Andrew’s caliber to the Calgary Co-op, a true leader who understands our cooperative principles,” said Sandy Edmonstone, Board Chair, Calgary Co-op. “Andrew brings the right mix of drive to increase the bottom line and will lead our cooperative with passionate vision.”

The company had been without a permanent CEO since the departure of Ken Keelor in October 2024.

Spanning more than 30 years in retail, Clarke brings extensive experience on four continents and in more than a dozen countries. He also brings board and governance experience, giving him a strong appreciation for the partnership between boards and management. Throughout his career, his deep appreciation of his humble beginnings, as the son of an egg and cheese merchant, has shaped his leadership and he has never forgotten where it all started, said the company in a news release.

“I’m genuinely honoured to be joining Calgary Co-op,” said Clarke. “This is an organization with 70 years of history, built by members, for members. It’s what makes Calgary Co-op unique.  My job is to listen to what members want from their Co-op and then work with our teams to deliver it.”

Co-op said Clarke is a globally experienced retail leader, beginning his career at Marks & Spencer in the UK, through senior retail roles in Europe, the United States, and beyond. He brings deep expertise in retail strategy and operations, and a proven record of building high-performing teams and leading businesses through complex and consequential moments.

Featured by CNBC and Time Magazine in 2025 for his authentic and values-driven approach, Andrew has created extreme growth and value for public and private investors in a variety of ownership models. He has delivered multiple financial, brand, product and cultural transformations and was an early adopter of AI, it said.

Andrew Clarke
Andrew Clarke

“Andrew brings a breadth of experience and retail acumen to our business,” said Edmonstone. “He’s committed to listening first, focused on what matters most to our members and employees, and building on the strong foundation already in place. I’m confident he’ll help lead Calgary Co-op into its next chapter while staying true to what makes this organization unique.” 

Owned by members, Calgary Co-op is one of the largest retail co-operatives in North America. Locations in Calgary, Airdrie, Cochrane, High River, Okotoks, and Strathmore include food centres, pharmacies, gas stations, car washes, home health care centres, wine, spirits, and beer locations and cannabis. Calgary Co-op owns and operates Community Natural Foods, Beacon Pharmacies, and Willow Park Wines & Spirits and is the majority shareholder of Care Pharmacies.  

The company is approaching 500,000 members with 3,800 employees, assets of $1.2 billion and annual sales of $1.5 billion.

In April, Co-op reported sales of $1.55 billion for the fiscal year ending November 1, 2025 compared to $1.48 billion the previous year.

It reported net earnings of $6.1 million compared to a net loss of $10.04 million the previous year. Its long-term debt rose to $413.46 million from $378.62 million the year before.

Sales in the Food category rose to $568.4 million from $552.56 million while sales for Pharmacy of $338.7 million were up from $242 million the prior fiscal year. The Petroleum category saw sales dip from $429.4 million in 2024 to $392.1 million last year.

In the Spring, the grocery chain closed two of its stores.

In a letter to members from Edmonstone, it said Clarke describes himself as a shopkeeper at heart, and he means it literally. He grew up in his family’s egg and dairy business just outside the village of Cheddar in rural Somerset, England, watching his father build something from nothing after a mid-life transition from corporate banking.

Calgary Co-op photo
Calgary Co-op photo

“It was not always plain sailing,” said Clarke. “One thing kept my family going: the love of what we did and our complete dedication to serving our customers and our community.”

“There is no greater responsibility than putting food on a hard-working customer’s table.” 

Sandy Edmonstone
Sandy Edmonstone

Edmonstone said Clarke has spent the past three months immersed in Co-op’s food stores, gas stations, pharmacies, and operations, listening to team members, walking sales floors, and hearing directly from members “about what makes our Co-op special and where we can do better.”

“Close to 500,000 members own this co-operative. Members own our grocery stores, our gas stations, our pharmacies, our liquor stores, our organic supermarkets, healthcare and cannabis locations. Every dollar spent in our stores goes back into Calgary. That makes us genuinely unique as a retailer,” said Clarke in the letter.

“New strategies and improving our financials are important, but my number one priority is serving members better. Because when we do that, we win, and in turn, our members win. We are not here to process transactions. We are here to serve members. Everything starts and ends with that premise.

“It says CEO on my badge, but I lead with a shopkeeper mindset. I am not here to tell members what they want. I am here to listen to what members want and develop the strategies and lead our teams to deliver exactly that.

“My tenure at Calgary Co-op has started on the sales floor, and it will continue there. I truly believe our best ideas can come from anywhere in our organization. I would love for you, our members, to join me and my new team in continuing to tell us how you want your Co-op to serve you better.”

You can learn more about Clarke by watching his welcome video here.  

Empire Company Limited no longer enforcing restrictive covenants

By
Mario Toneguzzi
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EXTERIOR OF SOBEYS GROCERY STORE. PHOTO: SUPERMARKET NEWS

Sobeys’ parent company, Empire Company Limited, released a statement on Tuesday saying it will not enforce restrictive covenant interests on any properties, including those previously sold and it is not placing or registering restrictive covenants on any properties.

Three years after concluding that property controls may be limiting grocery competition in Canada, the Competition Bureau Canada announced in late June it was expanding its investigation into Sobeys and continuing a campaign that has already led to voluntary concessions from major grocers and new legislation in Manitoba.

The Bureau announced  that it had obtained a Federal Court order requiring Empire Company Limited, the parent company of Sobeys, to provide records and information as part of an expanded investigation into the company’s use of property controls across Canada.

The investigation remains focused on grocery retailing. However, it is being watched by competition lawyers, commercial real estate professionals, landlords, developers and retailers because property controls are commonly used in retail leasing and real estate agreements.

“Empire Company Limited’s comprehensive approach to property controls reflects its ongoing commitment to a competitive and accessible grocery market for Canadians,” said the company in its statement.

“Property controls, including restrictive covenants and exclusivity clauses, are widely used across various industries and can support investment, enable market entry and sustain developments, particularly in underserved communities.

“While these arrangements are not inherently anti-competitive, we recognize the increased scrutiny in this area and the importance of ensuring they are used appropriately. We have engaged constructively with various stakeholders, including the Competition Bureau, and that dialogue has helped inform our ongoing practices in this area.”

It outlined the following in its approach. 

Exclusivity clauses:

  • Not enforcing exclusivity clauses on the properties specifically identified in the June 2026 order obtained by the Competition Bureau.
  • Not enforcing exclusivity clauses re-registered in Manitoba following the passage of Bill 31.
  • Not enforcing or entering into any radius clauses to allow for increased retail activity surrounding our grocery store sites.
  • Not enforcing or entering into exclusivity clauses restricting specialty food retailers (e.g., butchers, bakeries) that sell only a subset of the products typically sold by a grocery store.

Governance and broader actions taken:

  • Maintaining a formal, consistent and principles-driven approach to reviewing and responding to property control waiver and removal requests, with affected parties encouraged to contact propertycontrols@sobeys.com. Empire considers all such requests with a view to removing restrictive covenants and limiting the enforcement of exclusivity provisions to only those that are justified.
  • Limiting the geography, product scope and duration of exclusivity provisions in all future grocery store leases across Canada.
  • Regularly reviewing existing property controls to identify opportunities to remove or modify those where an Empire banner is the only grocery store in a community.
  • Encouraging all grocery industry participants to adopt similar principles to support a consistent and balanced approach.
  • Continuing to work constructively with the Competition Bureau and all levels of government to advocate for a clear and consistent legislative and regulatory approach to property controls across grocery and all industries.

“Customers remain at the centre of our focus. We are committed to ensuring they continue to benefit from choice, value and access,” it said.

Image: Sobeys

“I think Empire’s announcement on property controls reflects the undue pressure the grocery industry faces from governments.  In my opinion property controls were not unreasonable as grocers spend tens of millions of dollars of capital to build stores and need to yield a reasonable return on that investment in that trading area,” said retail analyst Bruce Winder. 

Bruce Winder
Bruce Winder

“As grocery net margins are already thin at 2-4%, taking away property controls will not be the panacea that governments think it will be to lower prices.

“Much of the inflation we see at the grocery store is a combination of geopolitical issues, structural issues within Canada’s food processing supply chain & input cost issues related to global weather patterns.”

In June, the Competition Bureau said it obtained court orders to advance its investigation into Empire Company Limited’s use of property controls in Canada. Empire is the parent company of Sobeys, Farm Boy, Safeway, IGA, Foodland and FreshCo, among others.

“The Bureau’s investigation is examining the company’s use of property controls across Canada to assess whether their practices harm competition in the retail grocery industry. Lack of competition in the grocery industry can result in higher prices, lower quality and less availability,” it said.

“The court orders, granted by the Federal Court, require the production of records, written information and oral testimony relevant to the Bureau’s investigation.

“Earlier in the investigation, the Bureau obtained an initial court order requiring Empire to produce information focused on property controls in the Halifax Regional Municipality. The new orders will provide the Bureau additional information about the scope of Empire’s practices in Canada, including how the company negotiates property controls and their potential impacts on competition across Canada.”

The Bureau said its investigation is ongoing and there is no conclusion of wrongdoing at this time.

Property controls are restrictions on the use of commercial real estate that limit how a property can be used by others. These property controls are common across Canada, especially in retail settings. They can harm competition by making it difficult, or even impossible, for businesses to open new stores, it said.

In June 2023, the Bureau published its grocery market study, which concluded that property controls can limit competition from new grocers and can deny consumers the benefits of competition including lower prices, greater choice and increased innovation.

In June 2024, the Bureau obtained two court orders to advance its investigations into the use of property controls by Sobeys’ and Loblaw’s parent companies related to property controls in the Halifax Regional Municipality.

In January 2025, the Bureau took investigative actions that resulted in Empire agreeing to remove a property control that restricted retail grocery store competition in Crowsnest Pass, Alberta.

In June 2025, the Bureau announced that it continues to monitor Loblaw’s public commitment to end property controls in Canada.

The Bureau said it urges Canadians to report any property controls that may be anti-competitive using the online complaint form.

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Retail Insider Ranked Third Globally in FeedSpot’s 2026 Retail Rankings

By
Lee Rivett
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Retail Insider has been ranked third worldwide in FeedSpot’s Top 100 Retail Blogs (2026 Edition), placing the Canadian publication among some of the retail industry’s most recognized news organizations and trade publications.

The annual rankings also place Retail Insider first among Canadian retail publications included on the list.

FeedSpot publishes annual rankings across a wide range of industries, evaluating publications using factors that include website quality, authority, freshness of content and audience engagement. The 2026 retail rankings feature publications covering retail news, commercial real estate, merchandising, e-commerce, technology and consumer trends from around the world.

Founded in 2012, Retail Insider was created to provide dedicated coverage of Canada’s retail industry at a time when relatively few publications focused exclusively on the sector. Since then, it has grown into a daily source of retail news, executive interviews and analysis, covering store openings and closures, shopping centre development, commercial real estate, restaurants, luxury retail and broader industry trends across Canada.

Over the past 14 years, Retail Insider has documented significant changes in Canada’s retail landscape, from the arrival of international brands and major shopping centre redevelopments to evolving consumer behaviour and the transformation of the country’s retail real estate sector. The publication regularly features interviews with retail executives, developers, landlords, brokers, analysts and other industry leaders, providing readers with insight into the people and businesses shaping the industry.

Retail Insider’s readership includes retailers, shopping centre owners, developers, brokers, investors, consultants, suppliers and other professionals involved in Canada’s retail sector.

The 2026 FeedSpot rankings place Retail Insider alongside internationally recognized publications and organizations including Retail Dive, the National Retail Federation (NRF) and RetailWire.

“This recognition reflects the support of our readers and the generosity of the many people across the retail industry who have shared their time, knowledge and perspectives with us over the years,” said Craig Patterson, Publisher and CEO of Retail Insider Media Ltd.

“When Retail Insider launched in 2012, the goal was to create a publication dedicated to covering Canada’s retail industry in depth. Since then, we’ve had the privilege of documenting an extraordinary period of change for the sector while telling the stories behind the brands, businesses and people driving retail forward.”

Patterson also acknowledged Retail Insider’s contributors, photographers, researchers, editorial team and advertising partners, noting that the publication’s growth has been made possible through the support of the broader retail community.

“We’re grateful for the trust that retailers, property owners, industry organizations and readers have placed in us,” he said. “That support has allowed Retail Insider to continue investing in original journalism and in-depth coverage of Canada’s retail industry, and we’re excited to continue building on that work in the years ahead.”

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Trump’s proposed 50% tariffs on Canadian imports spark uncertainty for retailers, supply chains

By
Mario Toneguzzi
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US President Donald Trump. Photo: Slate.com

U.S. President Donald Trump’s threat to impose a 50% tariff on nearly $20 billion of imports from Canada continues to create economic uncertainty for retailers and businesses across Canada.

Dan Kelly
Dan Kelly

“Over the past year and a half, Canadians have learned that only about one in 10 trade threats from the President ever materializes,” said Dan Kelly, President and CEO of the Canadian Federation of Independent Business, in a tweet.

“But we still must take this seriously as this one hits the very fundamentals of the CUSMA (Canada, United States, Mexico Agreement) agreement.  A huge swath of Canadian exports would now be affected, killing sales for many small and large businesses. 

“And more than anything, this adds to the massive uncertainty that has stalled our economy for months.”

The so-called TACO narrative, “Trump Always Chickens Out”, may now represent a significant business risk in its own right, said Gary Newbury, Interim COO & Rapid Performance Recovery Specialist – RetailAID Inc.

“Retailers have seen tariff threats announced, delayed, modified or withdrawn often enough that some may conclude the latest proposal will follow the same pattern. However, dismissing a threatened 50% tariff as political theatre could leave businesses dangerously flat-footed if the administration decides it must proceed to maintain credibility and demonstrate that trading partners cannot simply wait it out. Retailers cannot react operationally to every political announcement, but neither can they afford to ignore one carrying such substantial cost and supply-chain implications.

“The broader problem is the continuing uncertainty. Retailers can model and manage a known tariff, even an unwelcome one. What is much harder to manage is a trading environment in which the rate, scope, implementation date and possible exemptions can change repeatedly.”

Gary Newbury
Gary Newbury

Retailers are making purchasing commitments, setting prices and planning seasonal inventory months ahead. Constant policy volatility makes those decisions slower, more expensive and more defensive. The result may be higher safety stocks, duplicated sourcing arrangements, reduced supplier commitments and postponed investment. All of which add cost before a tariff is even collected, explained Newbury.

“Canada’s response creates another potential layer of risk. The federal and provincial governments understandably want to resist measures they consider unjustified, but retaliatory tariffs, procurement restrictions and provincial bans on American products can increase Canadian inbound costs and restrict consumer choice. The continuing removal of U.S. alcohol from provincial channels has become part of the dispute rather than simply a symbolic Canadian response. Retailers and consumers on both sides of the border are therefore caught in a political contest they neither initiated nor need. Businesses face higher landed costs and greater operational complexity, while consumers ultimately experience the consequences through increased prices, reduced assortment or both,” he said.

“Some Canadian retailers and importers may consider accelerating cross-border shipments before any new Canadian retaliatory measures take effect. That can be commercially sensible where the goods have already been ordered, demand is reasonably certain, warehouse capacity is available and the tariff avoided exceeds the additional freight, handling and inventory-carrying costs.

“The danger arises when businesses import stock early, or buy more than the sales forecast supports based on gut feel and defensiveness. They may avoid a potential tariff only to create a certain working-capital and inventory problem.”

That risk is especially acute for seasonal, fashion, technology and discretionary merchandise. Inventory brought into Canada early may occupy expensive warehouse capacity for an extended period, delay cash conversion and eventually require markdowns to achieve sell-through, added Newbury.

“Obsolescence, storage costs and margin erosion can quickly become more damaging than the tariff the retailer hoped to avoid. Retailers must not exchange a possible tariff cost for a certain inventory problem. Any decision to accelerate imports should be supported by SKU-level demand forecasts, scenario modelling and clear assumptions regarding the timing and probability of government action,” he said.

“The political calculation in Washington is also far from straightforward. A significant tariff increase could raise costs for American manufacturers, importers and consumers close to the U.S. midterm elections, when affordability and inflation will remain politically sensitive. Even if the administration believes it can continue using presidential powers delegated under existing trade legislation, losing control of Congress would create greater scrutiny, investigations and resistance to the wider policy agenda.”

Prime Minister Mark Carney
Prime Minister Mark Carney

Tariffs imposed under existing executive authority may continue, but the political and economic consequences would not disappear merely because Congress had changed hands, noted Newbury.

“The immediate question is therefore who blinks first. Canada does not want to begin negotiations from a position that looks like capitulation, while Trump will want a concession he can present domestically as a victory. The dispute over provincial alcohol bans may provide a practical opening for negotiations, while the extraordinary argument over Canadian wildfire smoke adds another unpredictable element. Both governments need a face-saving route back to the table. Until that happens, retailers should treat the tariff as a credible scenario, prepare proportionately and avoid panic-driven inventory decisions,” he said.

“The greatest damage may not ultimately come from the tariff itself. It may come from the inability of businesses to plan confidently while trade policy is repeatedly used as a negotiating weapon.”

Bruce Winder
Bruce Winder

Retail analyst Bruce Winder said: “The Trump administration’s new planned tariffs on Canada hurt retailers on both sides of the border. In Canada, retailers face greater business uncertainty and a nervous consumer who fears job loss and therefore may cut back on spending in an already challenging economic environment.

“In the U.S., retailers face further cost inflation to the extent that they import finished goods from Canada that are included in the new tariffs or buy from U.S. suppliers who import raw material from Canada.  Overall, the tariffs just add to the uncertainty for retailers which can negatively impact investment, earnings and other metrics.”

What the latest tariff actions indicate is something Canadians should not overlook: Canada matters to the U.S. economy, and we have something American businesses need — Canadian consumers, said George Minakakis, Founder and CEO of Inception Retail Group.

“Look at the issues being raised, from wine and liquor to automobiles and other American products that are not being bought or are not accessible to Canadian consumers. That’s not our doing. 

George Minakakis
George Minakakis

“If we don’t surrender and accept their trade arrangements and demands, Canada will face higher tariffs. I don’t see the logic. Why further anger a consumer market you want to do business with? 

“That turns normal commerce and trade logic on its head. Businesses normally compete for customers through better products, better service, innovation and value, not through the threat of tariffs when consumers choose to buy elsewhere.”

The United States remains an enormously important trading partner, and our economies are deeply interconnected. But strong trading relationships work best when they are mutually beneficial, fair and equitable, added Minakakis.

“Canada did not initiate the breakdown in this trading relationship, but we do have to determine what we do next,” he said.

“For Canadian retailers and businesses, I believe there is an enormous opportunity here. Build stronger Canadian brands. Give Canadians more reasons to buy from Canadian companies. Develop made-in-Canada services and source products strategically from Canada and other markets to create genuine differentiation.

“And for Canadians, there is an equally important message: keep buying, building and investing in Canada. Trade relationships may change. Our commitment to building a stronger Canadian economy should not.”

In a statement, Canadian Prime Minister Mark Carney said: “Canada believes in the benefits of free and fair trade, as evidenced by our new government signing more than 20 new economic and security partnerships. This trade dispute has raised costs for families, particularly in the U.S. Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens.

“In all circumstances, Canada will work relentlessly and take any measures necessary to build our strength at home and to support Canadian workers, farmers, businesses, and families.”

Danielle Smith
Danielle Smith

In a LinkedIn post, Alberta Premier Danielle Smith said the new tariffs will hurt both Canadian and American businesses and workers. 

“Tariffs are an economically destructive policy and have been proven time and again to hurt the people of the countries that impose them,” she said.

“I will be meeting with Premiers from across Canada and the Prime Minister later this week to discuss this issue and will reaffirm my position that the path to a positive resolution with our U.S. partners lies in strong, consistent diplomacy and a commitment to working to address shared priorities. I firmly believe that Canada and the U.S. are both stronger when we work together.”

Home Hardware expands Quebec network as 90-year-old Matériaux Miron Plus joins Dealer-Owned system

By
Mario Toneguzzi
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From left to right: Frederic Larochelle (Shareholder, Materiaux Miron Plus); Mathieu Mercier (Shareholder, Materiaux Miron Plus); Eric Kingsley (Regional Director, Home Hardware Stores Limited); Ian White (CEO, Home Hardware Stores Limited); Christian Miron (Shareholder, Materiaux Miron Plus); Rosaire Lalonde (Employee, Materiaux Miron Plus); John Pierce (Chief Retail Operations Officer, Home Hardware Stores Limited); Ghislain Jalbert (Shareholder, Materiaux Miron Plus); Dominic Leclerc (Dealer Development, Home Hardware Stores Limited)
From left to right: Frederic Larochelle (Shareholder, Materiaux Miron Plus); Mathieu Mercier (Shareholder, Materiaux Miron Plus); Eric Kingsley (Regional Director, Home Hardware Stores Limited); Ian White (CEO, Home Hardware Stores Limited); Christian Miron (Shareholder, Materiaux Miron Plus); Rosaire Lalonde (Employee, Materiaux Miron Plus); John Pierce (Chief Retail Operations Officer, Home Hardware Stores Limited); Ghislain Jalbert (Shareholder, Materiaux Miron Plus); Dominic Leclerc (Dealer Development, Home Hardware Stores Limited)

Home Hardware is expanding its dealer-owned network in Quebec with the addition of Matériaux Miron Plus, a 90-year-old family business that says it chose the Canadian retailer to support future growth while preserving its independence. 

The Salaberry-de-Valleyfield business will operate as a Home Building Centre, gaining access to the company’s buying power, distribution network and national programs while remaining locally owned and managed.

Home Hardware says the move reflects its strategy of attracting established independent retailers rather than simply adding new locations. 

Company executives say the dealer-owned model gives local businesses the scale, operational support and purchasing power of a national organization while allowing owners to continue making decisions based on the needs of their communities. 

For Matériaux Miron Plus, which has become a leading supplier to professional contractors and builders in the region, the partnership is intended to strengthen its position without changing the identity that has defined the business for three generations.

The announcement comes as Home Hardware looks to deepen its presence in Quebec and invest in businesses serving both homeowners and professional contractors amid shifting economic conditions. 

The company says Canadians are placing greater value on trusted advice, reliable product availability and local expertise as they renovate and repair their homes, while contractors are seeking dependable supply and competitive pricing. Home Hardware says supporting independent dealers with expanded resources, while keeping them locally owned, remains central to its long-term growth strategy.

Eric Kingsley
Eric Kingsley

“As we looked at the different options available to support the future growth of our building materials business, Home Hardware gave us the greatest confidence in its programs, strategic direction and Dealer-Owned structure,” said Christian Miron, Dealer-Owner of Matériaux Miron Plus. “Joining the Home Hardware network allows us to continue providing the quality products, expert advice and service our customers have come to expect while becoming part of a community of passionate Dealers who are committed to delivering an exceptional customer experience and helping drive Quebec’s construction industry forward.”

“We are thrilled to welcome Matériaux Miron Plus to the Home network,” said Eric Kingsley, Regional Director, Quebec Retail Operations, Home Hardware Stores Limited. “Their decision to join Home Hardware reflects the strength of our programs and support model for independent building materials Dealers in the Quebec marketplace. With a 90-year history of serving its community, Matériaux Miron Plus has built an outstanding reputation, and we look forward to supporting their continued growth and success in the years ahead.”

Home Hardware was founded just over 60 years ago in St. Jacobs, Ontario and is the country’s largest Dealer-Owned and operated home improvement retailer with nearly 1,000 stores.

In an interview with Retail Insider, John Pierce, Chief Retail Operations Officer, Home Hardware Stores Limited, discussed the latest developments with the retailer.

Question: What made Matériaux Miron Plus such a strong fit for the Home Hardware network, and why was it important to bring this long-established Quebec business into the organization?

John Pierce
John Pierce

Answer: Matériaux Miron Plus has built a strong reputation over the past 90 years by putting customers, service and community first. With a focus on serving professional contractors, builders, and tradespeople, the business has become a trusted source for the products, expertise and support needed to keep projects moving. Bringing Matériaux Miron Plus into the Home Hardware network was an opportunity to partner with an established, respected independent business that shares our belief that local ownership and strong relationships are at the heart of great service.

The significance of this announcement is that a long-established Dealer like Matériaux Miron Plus made a deliberate choice to join Home Hardware. These decisions are made carefully, and we believe Home Hardware is uniquely positioned to support independent Dealers with the scale, expertise and resources to help them succeed.

We’re proud to welcome them into the Home network and look forward to supporting their continued success for years to come.

Q: Home Hardware is Canada’s largest dealer-owned home improvement retailer. How does the dealer-owned model benefit both independent business owners and the communities they serve?

A: For over 60 years, our Dealer-owned model has been what sets us apart. Every one of our stores is independently owned and operated by a Dealer with a deep understanding of their community. That means decisions are made locally, relationships with customers are built over time, and the success of the business stays rooted in the community. At the same time, Dealers have the backing of a national organization that helps them compete and grow while remaining proudly independent.

With access to national buying power, industry expertise, and operational support, Dealers have the resources to succeed while maintaining the flexibility to meet the unique needs of their local customers. This balance remains a powerful advantage for our Dealers.

Q: With nearly 1,000 stores across Canada, what is Home Hardware’s current store count, and how has the network grown over the past year?

A: Home Hardware is the country’s largest independent home improvement retailer. Our store count changes regularly as we evaluate opportunities, strengthen our network by welcoming new Dealers, and continue partnering with well-established retailers like Matériaux Miron Plus.

Q: Quebec continues to be an important market for the company. What opportunities do you see for further growth and attracting more independent dealers in the province?

A: Quebec is an important market for Home Hardware because of its size, strong network of independent businesses, and volume of building activity. We see significant opportunities to continue growing our presence by partnering with independent business owners such as Christian Miron and his partners, who share our commitment to customer service.

Q: The home improvement industry has faced changing economic conditions in recent years. What trends are you seeing among Canadian homeowners and professional contractors, and how is Home Hardware adapting to meet those needs?

A: Even as economic conditions continue to evolve, one thing hasn’t changed: Canadians want to trust that they’re getting quality products and expert advice. Many homeowners are being more thoughtful about how they spend, often choosing to repair, renovate, or tackle projects in stages, while professional contractors are looking for reliable product availability, competitive pricing, and knowledgeable support to help keep projects on schedule.

Our stores provide the personalized service and practical expertise customers rely on, whether someone is planning a weekend DIY project, managing a larger renovation, operating a professional contracting business, or building homes single and multi-family homes.

Home Hardware continues to adapt by ensuring Dealers have access to the products, programs, and support they need to serve these changing customer expectations.

Image: Home Hardware

Q:  As Home Hardware continues to expand, what are the company’s key priorities over the next few years, and what can customers and independent dealers expect from the brand moving forward?

A: As Home Hardware continues to grow, our priorities remain focused on strengthening the Dealer-owned model that has been the foundation of our success. Our goal is to continue supporting independent Dealers with the tools, resources, and capabilities they need to grow their businesses.

This means continued investment in the areas that help them compete and succeed, including our distribution network, product assortment, technology, marketing support, and business services. Home is uniquely positioned to help Dealers succeed in both hardlines and building materials, serving both retail consumers and Pros. As Dealers increasingly pursue growth across both areas, our model will continue to be a key advantage.

Q: Home Hardware says nearly 98 per cent of Canadians live within 30 kilometres of one of its stores. How important is maintaining a strong presence in smaller and rural communities?

A: Home Hardware was built on serving communities of every size, and that’s still central to who we are today. Maintaining a strong presence in smaller and rural communities is important because in many of these communities, the local Home Hardware is more than a home improvement store – it’s an important resource for homeowners, farmers, tradespeople, and local businesses.

Whether it’s supporting Canadian farmers through our extensive farm and ranch assortment or providing the products and building materials needed to help address Canada’s housing needs, Home Hardware is uniquely positioned to support the communities we serve.

The transition of a store like Matériaux Miron Plus is a great example of how independent, community-focused businesses can continue serving their customers while benefiting from the support of a larger network.

Q: What does joining the Home Hardware network mean for existing customers of Matériaux Miron Plus—what changes will they notice, and what will remain the same?

A: Joining the Home Hardware network gives Matériaux Miron Plus access to Home Hardware’s buying power, distribution network, product assortment, and business support, while continuing to make decisions based on the needs of the local community. For customers, that means many of the things they value most will remain the same – the knowledgeable service, trusted relationships, and local expertise they’ve always relied on. What they’ll notice is an even stronger offering, with access to a broader range of products, national programs, and the resources of the Home Hardware network.

Home Hardware Building Centre in Lloydminster. Photo: Home Hardware

Q: This year marks the 90th anniversary of Matériaux Miron Plus. How does preserving the identity of long-standing family businesses fit into Home Hardware’;s overall strategy?

A: Businesses like Matériaux Miron Plus are exactly what Home Hardware was built for. The strength of our network comes from independent businesses that have earned the trust of their communities over generations. Our role isn’t to change what made them successful; it’s to support that success and help ensure it continues for many years to come.

Q: Can you share your long-term vision for the Home Hardware network in Canada? Is there a target number of stores you’d like to reach over the next several years?

A: As Canada’s largest independent home improvement destination, we remain focused on strengthening our network by investing in our independent Dealers and ensuring they have what they need to succeed and continue serving Canadians for the long-term.

Our focus is not simply on adding locations, but on partnering with the right independent businesses (like Matériaux Miron Plus) who share our commitment to customers, communities and the Dealer-owned model.

We also know there’s an important role for our industry to play in addressing Canada’s housing needs and supporting the skilled trades that keep our communities growing. By working alongside our Dealers, we’re ensuring PRO Contractors have access to the products, expertise and local support they need to build more homes, strengthen the skilled trades workforce, and invest in the places they call home.

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